International Journal of Risk & Contingency Management, (IJRCM). ISSN2160-9624   Submit

http://www.plattaburgh.eduEarly System Prepress: titles of recently published and in-press manuscripts (with DOI): 
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Online content:

Multi-Year Call-For-Papers Deadlines (all manuscripts will be at double-blind peer reviewed - no fees to authors, open access is optional)

IJRCM cloudJanuary 1, 2018: Uncertainty quantification in climate change, energy creation risk analysis (nuclear, wind, solar, hydro, carbon-based).
April 1, 2018: UNESCO, World Bank and United Nations research in global uncertainty, terrorism, contingency planning and strategic management.
July 1, 2018: Sociocultural/political uncertainty of underground economies (money laundering, counterfeiting, human organ trafficking/prostitution).
October 1, 2018: Methods of uncertainty quantification for human behavior, decision making models, scholarly uncertainty and career risks.

Preview an edited book featuring some of the best authors from IJRCMResearch, Practices, and Innovations in Global Risk and Contingency Management (2018)

Paper Types (with manuscript size expectations; see submission guidelines below; mean acceptance rate = 12%; author cost to publish = free)
1.       Cases relying on probability concepts such as insurance, engineering, psychology, construction (5500-8000 words, 10+ pages, 20+ references);
2.       Empirical studies, factor analysis, regression, surveys, meta-analysis related to uncertainty, risk or probability (5500-8000 words, 10+ pages, 20+ references);
.       Best-practices, contemporary measures for assessing or managing risk, complex decision making (2500-5500 words, 5+ pages single-spaced, 5+ references);
4.       Scholarly summary of event, software, book, professional standards, letters, or critical monologues of risk topics (1000-2500 words, 2+ pages, 1+ references).

Abstract (Guiding Scholarly Research Questions)

Copyright Dr Kenneth David Strang 2011-2018Perspectives on risk and contingency differ. One definition of risk is: the effect of uncertainty on goals (ISO, 2009, guideline 75). According to economist Frank Knight (1885-1972), risks are known in the sense they can be measured, but it is the underlying uncertainty factor that remains illusive (Haimes, 2009; Lerbinger, 1997). Probability theory and fuzzy logic can be used to estimate risk (McNeil, Rudiger & Embrechts, 2005). At the other extreme, contingency is a buffer or reserve against expected risk (ISO, 2009; Raftery, 1994).

Global instability is a major stimulus for risk and contingency management research across the disciplines. In the last few years, citizens, organizations and governments around the world have experienced increased uncertainty, namely: the 2008 global economic crisis, tsunamis, flooding, earth quakes and terrorism (Strang, 2013; USGS, 2011). Global economies are interconnected; thus, a single-country-crisis can now impact the world-wide macro-environment. This alone is a good reason for practitioners across the disciplines and nations to collaborate on risk management research. On the other hand, there is no generic risk management model because factors differ from one industry or discipline to another – therefore practitioner insight is needed. Empirical studies reveal that uncertainty and risk are managed differently from one disciplinary field to another (Sperandio & Girard, 2010; Strang, 2010; 2012a, 2012b; Smith & Fischbacher, 2009; Sodhi & Tang, 2009). In fact ISO points out their standards are principles and frameworks for risk management; they assert that “management of risk must be tailored to the specific needs and structure of the particular organization” (ISO, 2009, para 34).  In order to better understand risk, we need linear and nonlinear techniques (Strang, 2009; 2012a; 1012b), qualitative and quantitative methods (Strang, 2012c; Strang & Symonds, 2012), cross-disciplinary comparisons (Strang, 2012a; 2012b), and multi-cultural perspectives (Goodwin & Strang, 2012). We need to know if there are new models or tools emerging that can help with risk analysis and mitigation.

This raises the following research questions: (1) what do practitioners in any discipline perceive about identifying and evaluating risks (e.g., psychology, sociology, health care, criminology, finance/economics, business, marketing, education, computer science, information technology, public administration/government policy, insurance, physical sciences, natural sciences/environment, etc.); and, (2) how is uncertainty quantified and managed in these disciplines?

Goodwin, Y. & Strang, K. D. (2012). Socio-cultural and multi-disciplinary perceptions of risk. International Journal of Risk and Contingency Management, 1(1), 1-11.
Haimes, Y. Y. (2009). On the Complex Definition of Risk: A Systems-Based Approach. Risk Analysis, 29(12), 1647-1654.
ISO. (2009). ISO 31000:2009 principles and generic guidelines on risk management. Geneva, Switzerland: ISO.
Lerbinger, O. (1997). The Crisis Manager: Facing Risk and Responsibility. NJ: Lawrence Erlbaum Associates,
McNeil, A. J., Rudiger, F. & Embrechts, P. (2005). Quantitative Risk Management. NJ: Princeton University Press.

Raftery, J. (1994). Risk Analysis in Project Management. London: E & FN Spon.

Smith, D. & Fischbacher, M. (2009). The changing nature of risk and risk management: The challenge of borders, uncertainty and resilience. Risk Management, 11(1), 1-12.

Sodhi, M. S. & Tang, C. S. (2009). Modeling supply-chain planning under demand uncertainty using stochastic programming: A survey motivated by asset-liability management. International Journal of Production Economics, 121(2), 728-738.

Sperandio, S. & Girard, P. (2010). Decision-making framework methodology: risk assessment in strategic management. International Journal of Management and Decision Making, 11(1), 4-18.

Strang, K. D. (2009). Using recursive regression to explore nonlinear relationships and interactions: A tutorial applied to a study. Practical Assessment, Research & Evaluation, 14(3), 1-13.

Strang, K. D. (2010). Radiology manufacturing projects and politics: Scientist and politician normalized risk decision processes. International Journal of Management and Decision Making, 11(3/4), 231-248. Retrieved from

Strang, K. D. (2012b). Man versus math: Behaviorist exploration of post-crisis non-banking asset management. Journal of Asset Management, 13(4), 1-20. Retrieved from

Strang, K. D. (2012a). Applied financial nonlinear programming models for decision making. International Journal of Applied Decision Sciences, 5(4), 370-395. Retrieved from

Strang, K. D. (2012c). Case study: Risk mitigation for hurricanes near Texas coast oil refineries. International Journal of Risk and Contingency Management, 1(2), 43-53.

Strang, K. D. (2013). Homeowner behavioral intent to evacuate after flood warnings. International Journal of Risk and Contingency Management, 2(3), 1-19.

Strang, K. D., & Symonds, R. J. (2012). Analyzing research activity duration and uncertainty in business doctorate degrees. International Journal of Risk and Contingency Management, 1(1), 29-48. Retrieved from

USGS. (2011). Earth quakes hazards program: American National Science Service. Retrieved from

IJRCM Keyword Themes (manuscripts are welcome that apply any relevant keyword from below)
IJRCM Submission Guidelines
Use APA 6th style, except: single space, include figures/tables within text, add author bio(s) at end, and use 'manuscript template'
IJRCM manuscript style template:  
Helpful APA writing style and formatting guides (with examples):
IJRCM  author warranty must be signed by author(s) and submitted with paper:
Prospective authors should note that only original and previously unpublished articles will be considered. 
All article submissions will be forwarded to at least 3 members of the Editorial Review Board of the journal for double-blind, peer review.
Final decisions regarding acceptance/revision/rejection will be based on the reviews received from the reviewers.
All submissions must be made in our eDiscovery system (select IJRCM):

IJRCM Governance

logoThe mission of IJRCM is to discover what risk and uncertainty mean to practitioners or decision makers across disciplines, industries and cultures.
IJRCM Editorial Policies:
testimonials and indexes:
IJRCM Community of Practice Project Management Site (this location):

Dr Kenneth David StrangDr Kenneth David Strang, Doctorate, MBA, BS, AS, FLMI, CNA, PMP®
IJRCM Editor-in-Chief, university Professor and CEO of APPC Research and President of Multinations non-profit organizations.
Bio and example research:
Editor-in-Chief email: